DEFYING THE ODDS FOR TWO GENERATIONS - GENERATION HOPE
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
DEFYING
THE
ODDS
FOR
TWO GENERATIONS
GENERATION HOPE
2021 STRATEGIC PLAN
TABLE OF CONTENTS INTRODUCTION & BACKGROUND _____________________________________________________ 1 VISION FOR 2021 STRATEGIC PLAN ____________________________________________________ 3 MISSION, VISION, & VALUES _________________________________________________________ 4 OVERVIEW OF THE STRATEGIC PLAN ___________________________________________________ 5 GOAL AREAS ______________________________________________________________________ 7 PRELIMINARY FINANCIAL PROJECTIONS _______________________________________________ 13 STRATEGIC PLANNING GROUPS & CONTACT INFORMATION ________________________________ 14
GENERATION HOPE 2021 STRATEGIC PLAN
INTRODUCTION & BACKGROUND
GENERATION HOPE WAS FOUNDED IN 2010 to help more D.C. area teen mothers and fathers
become college graduates by providing them with tuition assistance, one-on-one mentoring,
crisis support and wrap-around services to ensure their success. Our founder was driven by
her own experience as a teen mother putting herself through college and by a statistic she
found unacceptable – only 2% of teen mothers earn a college degree before age 30. A rarity
in the D.C. region and nationally, Generation Hope has proven that despite the odds, teen
parents have untapped potential and are capable of incredible things.
Over the past eight years, we have celebrated 30+ teen parents earning college degrees, and
we have watched our alumni enter careers ranging from teaching to engineering. Our success
is rooted in a whole-student approach that addresses not just the academic challenges that
our Scholars face but also their very real life challenges. Trained staff and mentors build
lasting relationships with Scholars. Scholars find a network of support with other teen parents
who share their drive, commitment, and high expectations. Our mentoring program is based
on national best practices to provide teen parents with the skills and support that they need to
set ambitious goals and overcome tremendous obstacles as young parents in college.
Our vision is a world in which teen parents and their
children have every opportunity to succeed. With this
in mind, we entered the strategic planning process with
the primary objective of creating a bold plan that would
put the needs of teen parents and their children first.
The result is a three-year plan that formalizes
Generation Hope’s two-generation solution to poverty
by expanding our programming to work with teen
parents in college as well as with their children. This
whole-family approach was informed by a thorough
strategic planning process that, most importantly,
engaged our Scholars as well as staff, community
partners, funders, our Board, early childhood and youth
development experts, and volunteers. Our bold new
direction presents an intensive model that is game-
changing for young parents and their children.
Moreover, the plan includes specific goals, objectives,
and benchmarks to guide us. With this clear path, many
more young families will have opportunities to thrive.
Page 1
GENERATION HOPE 2021 STRATEGIC PLAN The Board of Directors and staff of Generation Hope developed this strategic plan with assistance from Reginald Grant, a Capacity Building Specialist at Fair Chance, a nonprofit organization that specializes in organizational development. Reginald guided the board of directors and senior leadership in the creation of this three-year strategic plan and facilitated the planning process using an adaptation of the strategic planning approach outlined by The Conservation Company (TCC). A volunteer team from the Taproot Foundation conducted an internal and external scan and comprehensive organizational assessment. The Marguerite Casey Foundation Assessment Tool, a self-assessment instrument that helps nonprofits identify organizational capacity strengths and challenges to establish organizational goals, allowed Generation Hope’s leadership to better assess both the challenges and opportunities the organization is likely to face over the next three years and to set the context for the choices reflected in this strategic plan. Generation Hope’s Board of Directors authorized the creation of the Strategic Planning Task Force, which consisted of five board members and the CEO/Founder. The goals of the Task Force were to plan and design the strategic planning retreat and analyze data, which would allow the Board to make informed decisions. Generation Hope’s staff was engaged in the development of this strategic plan and provided support and analysis in the completion of this plan. This strategic plan is designed to be used as a management tool for staff. The Board of Directors and staff will review progress quarterly and update the annual operation plan as needed. Page 2
GENERATION HOPE 2021 STRATEGIC PLAN
VISION FOR 2021 STRATEGIC PLAN
THE CHALLENGES THAT TEEN PARENTS FACE in pursuing their post-secondary education are
daunting. In addition to dealing with the adjustments that every new college student must
make, such as time management, independence, and navigating a new system, they are also
financially stretched, emotionally drained, and juggling the demands of parenting. The
majority of Generation Hope Scholars are first-generation college students and are low
income. Thirty percent have witnessed or experienced domestic violence, and 34% have
experienced housing insecurity while in school. As a teen parent, college can seem like an
impossible dream.
In addition to these challenges, over the past eight years, we have also seen our Scholars’
tremendous needs in terms of their children’s growth and development. These needs are
consistent with the national statistics on the children of teen parents.
Children born to mothers younger than 18 years old:
score significantly worse on measures of school readiness
are 50% more likely to repeat a grade
are less likely to complete high school than the children of older mothers
have lower performance on standardized tests
are less likely to read simple books independently and to demonstrate early writing
ability compared to the children of mothers aged 20-21
Yet at Generation Hope, we know that every teen parent and their child can thrive.
This statement reflects Generation Hope’s strategic direction over the next three years. We
will enhance our Scholar Program in intentional and meaningful ways, improving the services
we provide to teen parents who want a college degree. At the same time, we will pilot new
children’s programming, Next Generation Academy, which will include home visiting, literacy,
social-emotional learning, and parenting support services for Scholars’ children through age 5.
Our goal is to help teen parents become college graduates while ensuring their little ones
enter kindergarten at higher levels of school readiness. Game-changing work.
Page 3
GENERATION HOPE 2021 STRATEGIC PLAN MISSION, VISION, & VALUES MISSION Generation Hope surrounds motivated teen parents and their children with the mentors, emotional support, and financial resources that they need to thrive in college and kindergarten, thereby driving a two-generation solution to poverty. VISION All teen parents and their children are empowered to create a better future for themselves, our community, and our world. VALUES (S.A.F.E.) SUPPORT: Generation hope surrounds our Scholars and their children with a network of individuals who invest in them emotionally and financially because we know that anyone can succeed when someone believes in them. ACCEPTANCE: Generation Hope fosters a nonjudgmental culture that welcomes, accepts, and respects all people, knowing that teen parents and their children are often stigmatized. FAMILY: Generation Hope supports, sustains, and is responsible to one another and celebrates family in all its forms. EDUCATION: Generation Hope believes that educational growth and development leads to a future of endless possibilities. Page 4
GENERATION HOPE 2021 STRATEGIC PLAN
OVERVIEW OF THE STRATEGIC PLAN
IN ORDER TO ACHIEVE THIS EXCITING GROWTH, GENERATION HOPE WILL THOUGHTFULLY
SUPPORT AND STRENGTHEN OUR EXISTING SCHOLAR PROGRAM BY INVESTING IN
INFRASTRUCTURE ACROSS THE ORGANIZATION, NEW TECHNOLOGY, AND MENTAL HEALTH
AND CAREER SUPPORTS. WE WILL SIMULTANEOUSLY INVEST IN OUR SCHOLARS’ CHILDREN
BY PILOTING NEXT GENERATION ACADEMY OVER THE NEXT THREE YEARS. THIS CONCEPT
OF GOING DEEPER WITH YOUNG FAMILIES IN ORDER TO MAKE A MORE SIGNIFICANT
IMPACT IS REFLECTED THROUGHOUT THE STRATEGIC PLAN.
DIRECTION AND RESULTS
The strategic direction and goals included in this
plan are Generation Hope’s response to what its
key internal and external stakeholders value most
about the organization while identifying current
opportunities and challenges for offering a high-
quality system of support to teen parents who are
pursuing their education as well as their children.
The three-year period of this strategic plan will be
a time of strengthening Generation Hope’s
signature Scholar Program while building Next
Generation Academy and measuring its impact.
Concurrently, Generation Hope will actively
engage experts, community partners, funders,
and committed volunteers to support the
implementation of this plan.
Guided by our mission and with an eye towards
our future, the following strategic priorities were
developed:
Program: Generation Hope will expand its impact and formalize its two-generation
solution to poverty by maintaining and strengthening the Scholar Program and piloting
services to the children of Scholars through age 5 focusing on home visiting, literacy,
social-emotional learning, and parenting support by 2021.
Page 5GENERATION HOPE 2021 STRATEGIC PLAN
Marketing/Communications: Generation Hope will develop and implement
marketing/communication strategies to increase visibility, community awareness, and
local and national recognition as a premiere two-generation model by 2021.
Internal Structures: Generation Hope will develop and strengthen internal structures
and systems to retain and support staff and increase the overall efficiency of the
organization by 2021.
Resource Development: Generation Hope will set and meet fundraising targets each
year that are informed by the market and previous years’ successes and are sufficient
to support and grow Generation Hope by 2021. Cultivation efforts will grow to support
an operating budget of $2M, and funding streams will be diversified to increase
revenue predictability and sustainability.
Board Governance/Leadership: Generation Hope will cultivate leaders/officers,
develop and implement best practice policies/procedures, and ensure member
diversity to achieve Generation Hope's strategies and mission by 2021.
Page 6GENERATION HOPE 2021 STRATEGIC PLAN
GOAL AREAS
GOALS AND OBJECTIVES set out the broad results that Generation Hope seeks to achieve
within a specific time period (goals) and statements of shorter term results and collections of
activities (objectives).
Marketing/Communications Objectives
Goal A: Generation Hope will develop and 1. Recruit communications professional
implement marketing/communication to join the staff and provide
strategies to increase visibility, community dedicated
awareness, and local and national
communications/marketing functions
recognition as a premiere two-generation
model by 2021. 2. Create and execute plan to position
CEO as a thought leader in the field
by participating in at least 2 high-
profile speaking or media
opportunities
3. Update, enhance, and produce print
and digital communications to better
tell Generation Hope's story,
including communicating impact
across multiple platforms
4. Evaluate, explore, and
rebrand/refresh Generation Hope's
brand communications
5. Update current and establish new key
messaging for children's
programming and the organization
with at least 80% of staff and board
trained on new messaging
6. Research most critical issues that are
impacting our service populations
and disseminate findings
Page 7GENERATION HOPE 2021 STRATEGIC PLAN
Internal Structures Objectives
Goal B: Generation Hope will develop and 1. Establish an operations department
strengthen internal structures and systems by recruiting a new operations
to retain and support staff and increase the professional
overall efficiency of the organization by
2. Enhance Generation Hope's
2021.
organizational culture/environment
to increase and retain staff resulting
in 80% staff retention over 3 years
3. Continue to assess technology needs
to ensure appropriate
technology/equipment is available to
provide quality, efficient, and
effective services resulting in at least
75% of the leadership team indicating
technology is meeting needs
4. Create long-term succession plan for
the CEO resulting in 1 board training
on executive transitions
5. Ensure adequate training and
development for existing and new
staff in the area of early childhood
education and development
6. Assess the efficiency of Generation
Hope's expanded space and create
long-term facilities plan
Page 8GENERATION HOPE 2021 STRATEGIC PLAN
Resource Development Objectives
Goal C: Generation Hope will set and meet 1. Attract higher-dollar investments
fundraising targets each year that are from individuals, foundations, and
informed by the market and previous years’ corporations
successes and are sufficient to support and
2. Build an individual giving program to
grow Generation Hope by 2021. Cultivation
efforts will grow to support an operating increase donations and strengthen
budget of $2M, and funding streams will be relationships resulting in at least 15%
diversified to increase revenue predictability increase each year
and sustainability. 3. Create a corporate relations program
that better engages businesses with a
focus on workforce development for
Scholars, resulting in 10 partnerships
4. Grow and formalize development
department by recruiting a new
development professional
5. Explore strategies to increase
Generation Hope's sustainability
(endowments, capital campaigns,
increasing reserves, etc.)
6. Increase government funding to
secure 4% of revenue each year
7. Design possible earned-income
strategy to generate $20,000 (1%) of
revenue by 2021
Page 9GENERATION HOPE 2021 STRATEGIC PLAN
Board Governance/Leadership Objectives
Goal D: Generation Hope will cultivate 1. Create procedures and policies for
leaders/officers, develop and implement best recruiting, orienting, and off-
practice policies/procedures, and ensure boarding board officers in
member diversity to achieve Generation
preparation for the 2020 slate of
Hope's strategies and mission by 2021.
officers
2. Recruit and diversify board
membership to reflect the
community and meet fundraising
objectives with at least 20% of the
membership being male by 2021
3. Assess board training
gaps/deficiencies and offer at least 1
board training annually based on a
gap reflected by at least 75% of the
board
4. Develop strategy to ensure that all
board members are observing
Generation Hope's programming
resulting in 90% of board members
attending at least 1 non-fundraising
event annually
5. Assess and enhance general board
member orientation and onboarding
process resulting in at least 75% of
new board members indicating an
efficient process
6. Design strategy for getting board
members more involved in the board
recruitment process resulting in 50%
of the board nominating potential
members by 2021
Page 10GENERATION HOPE 2021 STRATEGIC PLAN
7. Design recruitment, onboarding and
support system for a Scholar Alumni
board position resulting in 1 alumni
joining the board in 2021
Program Objectives
Goal E: Generation Hope will expand its 1. Hire and train six additional program
impact and formalize its two-generation staff members to enhance Scholar
solution to poverty by maintaining and and child support services
strengthening the Scholar Program and
2. Roll out new program evaluation
piloting services to the children of Scholars
through age 5 focusing on home visiting, software and train all relevant staff
literacy, social-emotional learning, and 3. Increase outreach to teen parents by
parenting support by 2021. 10% through college-readiness
workshops
4. Pilot Next Generation Academy (i.e.
children’s programming) to improve
school-readiness for Scholars’
children during critical early
childhood timeframe, serving 45
children
5. Create theory of change, logic model
and evaluation process to effectively
measure the impact of the Next
Generation Academy
6. Initiate and strengthen relationships
with area colleges and universities
resulting in six new or strengthened
college partnerships
7. Enhance and strengthen alumni
programming resulting in 70% alumni
engagement
Page 11GENERATION HOPE 2021 STRATEGIC PLAN
8. Formalize career support services to
Scholars by piloting a corporate
partnership program which results in
15% of Scholars being connected
with career opportunities
9. Develop relationships with
organizations providing pro-bono
services and support to Scholars and
their children resulting in at least 15
new pro-bono partnerships
Page 12GENERATION HOPE 2021 STRATEGIC PLAN PRELIMINARY FINANCIAL PROJECTIONS IN ORDER TO SUPPORT THE GOALS OF THE 2021 STRATEGIC PLAN, Generation Hope will need to increase resources over the plan period. This includes all expenses related to recurring annual costs, such as salaries for stellar staff to support and advance the strategic goals, operational costs, training, and evaluation. Generation Hope will strengthen its current staff with the addition of nine permanent full-time positions over the next three years in order to fulfill the goals outlined in the plan. We anticipate that total operating revenue will increase from $1.1m to $2m by 2021. The resources needed for these investments will be raised through a targeted fundraising plan that will engage individuals, foundations, corporations, and local governments. Page 13
GENERATION HOPE 2021 STRATEGIC PLAN
STRATEGIC PLANNING GROUPS & CONTACT INFORMATION
BOARD OF DIRECTORS
AJ LYNN MARGARET BARRY
REBECCA LINDER
(PRESIDENT) MARLA BILONICK
SHERRYL NEWMAN
DR. REGINA ROMERO DR. MONICA BROWN
KAREN NUSSLE
(VICE PRESIDENT) PAT CORNELL
MAURICE PHILOGENE
C. MARIE TAYLOR CHRIS COX
DR. DERIONNE POLLARD
(TREASURER) MARITHA GAY
MALITTA SEAMON
RACHEL NEEDLE NICOLE JORDAN
JESSICA TIRADO
(SECRETARY) AARON KISSEL
STRATEGIC PLANNING TASK FORCE
SHERRYL NEWMAN
(CHAIR)
MARGARET BARRY
DR. MONICA BROWN
AARON KISSEL
NICOLE LYNN LEWIS
MAURICE PHILOGENE
Special thanks to Reginald Grant and Fair Chance DC and to the Taproot Foundation team.
Generation Hope
415 Michigan Avenue, NE
Suite 250
Washington, D.C. 20017
www.supportgenerationhope.org
info@supportgenerationhope.org
twitter.com/supportgenhope facebook.com/supportgenerationhope
Page 14You can also read
